1 st October 2015 Improvement Leaders Collaboratives Launch event.

1st October 2015

Improvement Leaders

CollaborativesLaunch event

www.hee.nhs.ukwww.hee.nhs.uk

WelcomeJulie FryattExecutive Lead for Leadership and Workforce Supply


Aims for the our Launch Event• Encourage, enable and engage with the work of

the programme

• Hear perspectives on leadership, improvement and working across systems

• Connect and share learning


Launching today…..• 10 collaboratives working on • 10 improvement initiatives

• 53 leaders and their sponsors • 30 organisations

Follow us on Twitter @eoeleadership #eoeleadimp

Leading improvement in health care

Professor Chris HamChief Executive1 October 2015

2015-20

› NHS budget will increase by ‘at least’ £8bn by 2020/21

› ADASS estimates adult social care faces a funding gap of £4bn by 2020/21

› NHS needs to deliver £22bn productivity improvements to bridge its funding gap of £30bn

› This has never been achieved before

Three big challenges

› Sustaining existing services and standards of care

› Developing new and better models of care

› Doing both of the above by engaging staff and reforming ‘from within’

Sustaining existing services

› Keeping the focus on quality of care and patient safety

› Maintaining good performance on key targets like waiting times

› Recruiting and retaining (and training) the workforce of the future

› Balancing budgets

Developing new models of care

› Implementing the five year forward view and integrating care

› Giving priority to prevention and population health improvement

› Taking forward Devo Manc and extending to other city regions over time

› Embracing new technologies where they bring benefits

Reforming the NHS from within

Successive governments have relied on external pressures to reform and improve the NHSMuch more emphasis should be placed on change being led locallyHigh performing health care organisations and systems around the world show how this can be done

What does this mean for the NHS?

› Organisational stability› Leadership continuity› Vision focused on quality and safety› Specific goals for improvement› Systematic measurement of progress towards

goals› Development of leadership at all levels› Training in QI skills and methods

What does this mean for the NHS (2)?

› Understanding and responding to what matters to patients

› Seeking and acting on patient feedback› Leaders who listen to and engage staff› Leaders who create time for staff to care and

remove obstacles to safe and high quality care› Leaders who are personally and visibly committed

to patient-centred care

Leadership is needed at all levels

The leadership challenge

CEOs and senior colleagues have to make a sustained commitment to reform from withinIt requires leaders of NHS organisations to be personally and deeply involvedThese leaders must be willing to themselves devolve powerMeaningful staff engagement and clinical leadership (esp. medical) are essentialPartnership between experienced managers and skilled clinical leaders is critical

A long march

› Real and sustainable improvement takes time› It occurs through ‘the aggregation of marginal

gains’ not big leaps forward› Improvement must draw on the intrinsic

motivation of doctors and others to provide high quality care

› Political leaders should set budget and system objectives but not micro manage

› Political leaders and regulators should do no harm

Systems of care

The NHS in England is too fragmented – local systems of care must evolveSystems of care need to link hospitals, community services and primary care e.g. in a city or countySystems don’t mean mergers: they are alliances and networks of providersSystems offer the best hope of the NHS sustaining services and developing new care models

What do systems require?

Sophisticated governance arrangements with real teethRisk sharing agreements developed ex anteSupport from national bodies to facilitate and remove obstaclesLeadership by experienced teams with a track record of success

Reframing the debate


After coffee please go to workshop

rooms

Bedfordshire and Hertfordshire Cambridge and PeterboroughBreakout room: Corpus Christi

Essex Norfolk and Suffolk

Breakout room: Magdalene


The programme and practicalitiesMarisa ChattersonSenior Consultant, Hay Group


Congratulations, you did it!


ILC principles and objectives• Empower participants to shape and lead the future of health

care delivery• Create a network of system leaders who have the capability,

enthusiasm and energy to innovate across boundaries• Recognise the different starting points and learning styles of

individuals• Enables and facilitates service improvement and delivery• Integrates development and learning between different

disciplines professions and organisations• Build on and complements existing leadership capability,

skills, knowledge and behaviours.


Residential ModuleObjectives

• Time and space to focus work on the collaboratives initiative

• Time and space to plan and prepare for the ongoing work of your collaborative

• Time and space to continue to develop relationships in collaboratives and wider cohort

Key Dates• Cambridge and Peterborough and Bedfordshire and

Hertfordshire- 5/6/7 October• Norfolk and Suffolk and Essex- 12/13/14 October


WebinarsOverview

1. Using data and measurement for improvement led by Martin Land, Director Landmark Health Consulting and Leadership

2. Unconscious process, systems psychodynamics and the practice of system leadership led by Anne Benson, Principal Consultant and Researcher, The Tavistock Institute

3. The content of this webinar will be confirmed at a later date

Key Dates• Webinar 1: Tuesday 10th November 2015 (2.00 – 3.30pm)• Webinar 2: Thursday 7th January 2016 (2.00 - 3.30pm)• Webinar 3: Wednesday 10th February 2016 (2.00 – 3.30pm)


Master ClassesOverview

1. Creating effective organisational cultures, led by Professor Michael West

2. The content of this master class will be confirmed at a later date

Key Dates• Master Class 1: Tuesday 17th November 2015 (10.00 –

1.00pm)• Master Class 2: Thursday 14th January 2016 (10.00 –

1.00pm)


Impact GroupsOverview

• Critical part of the programme• Formation of the groups will be on day two of the

residential module• Impact groups meet on five separate occasions as

an intact group• Dates can be found in the Induction Booklet


Consultancy SupportOverview

• Bespoke consultancy support in response to the needs of the collaborative

• Days to be allocated as and when the need arises

In addition to all the elements of the ILC there is access to:• Coaching and mentoring, 3 – 4 sessions• 360 feedback


Lastly…

http://eoeleadership.hee.nhs.uk/ilc

http://eoeleadership.hee.nhs.uk/ilc


HEALTHCARE LEADERSHIP MODEL 360 FEEDBACK

ACCESS TO COACHING AND/OR MENTORING

ACCESS TO CONSULTANCY

APPLICATION PROCESS

Step 1Contact Workforce

PartnershipStep 2

Fill out form ensuring sponsor’s support

Step 3Submit form by 10 August

LAUNCH EVENT

1 October 2015

Residential Module

Webinar

Impact Groups

Masterclass

CLOSING EVENT

15 June 2016

JULY 2015

JUNE 2016

ILC 2015 - 10 collaboratives, 53 participants


Lunch

Lunch will be served outside the main room

Please return by 13.25


Six challenges to becoming an effective system leaderMatthew RiceSenior Consultant, The King’s Fund


• Having the ability to step back

• Able to operate in a VUCA environment

• Influence without line authority

• Collaborate and engage key stakeholders

• Demonstrate greater openness

• Personal qualities and skills Constable, A. (2015) Comments. Available at: http://www.health.org.uk/blog/six-challenges-becoming-effective-system-leader/?utm_source=charityemail&utm_medium=email&utm_campaign=september-2015&pubid=healthfoundation&description=september-2015&dm_i=4Y2,3OTBU,3QAO3C,D9PX9,1


Panel discussion withAlison Cameron, Patient Leader and Associate at The King’s FundImandeep Kaur, Founder ImpactHub BirminghamJenny Hand, Chief Executive of Leicestershire AIDS Support ServiceStafford Scott, Community Leader and Activist

Outside The Box

Jenny Hand07920 234788

[email protected]

k

@lassJennyHand

Common Language

Social + Medical = Community

Partnerships for change

• LASS Women's Project

• East Midlands African HIV Prevention Partnership

• Reaching People


http://africaninstitute-aisd.blogspot.co.uk/

The Route

Inside the box


Workshop 2 after the breakCollaborative members and alumni:

Please go to the same breakout rooms as for workshop 1.

Sponsors and guests:For the talent management workshop please come back to the main room.


Strategic Workforce PlanningLinks to talent management and succession planningMarisa ChattersonSenior Consultant, Hay Group


Agenda

Introductions The strategy map

The five rights


50

Workforce Strategy Map: The structure of a strategy map and how does each piece fit together?

Identify the required workforce and HR activities to do this well (Your workforce framework)

Identify what the university needs to do well to deliver value (Value Chain Analysis)

Identify key themes from the business school strategy (Your

Strategic Objectives)

STRATEGY – WHAT DO WE DO FOR THE STUDENTS / STAFF?

PROCESS – HOW DO WE DO THIS?

WORKFORCE – ENABLING FUTURE OF THE BUSINESS SCHOOL

REQUIRED WORKFORCE – SIZE, SHAPE, SKILLS, SITES, SPEND

HR ACTIVITY IMPLICATIONS – RECRUITMENT, DEVELOPMENT, SUCCESSION PLANNING, PERF MGMT ETC

Workforce Group / Job Family

Current status

Current status


An example: strategy mapping with Essex NHS elderly care

Strategy- what do we do for the customer/ client/ patient?• Provide rehabilitation and reablement services• Keep patient in stable state in own residence• Ensure timely presentation and assessment for treatment and care



Process- how do we do this?• Create aligned teams for community support with social and healthcare skills• Develop joint commissioning structures and workforce to commission whole

care of the elderly pathways• Integrate and coordinate services to improve crises response, reablement and

rehabilitation and end of life care


Critical Role Grid

0 1 2 3 40

3

2

1

4

Str

ateg

ic im

po

rtan

ce

Scarcity of skills

Criticality of roles

Tele healthcare

Accountant

Paramedic

Quality manager

Customer service

Medical Director

CRITICAL ROLES


Identify the essential accountabilities, competencies and skills required to perform in the critical role


RIGHT SIZE The required number of people for the jobs that are

needed to achieve the strategic goals efficiently

and effectively

RIGHT SHAPE

The right composition of workforce, in terms of

structure and purpose, in - and outsourcing, as well as

the appropriate diversity mix

Clarity about the capabilities that are necessary and pivotal to bridge current gaps and meet future goals

RIGHT SKILLS

Availability of people with the right capabilities at the right locations, ensuring critical mass, to meet changing requirements

RIGHT SITE

RIGHT SPEND

The five rights – what the right workforce looks like


Right Size - do you have the right number of people for the jobs and skills needed to achieve your strategic goals?

Is the workload of your employees significantly increasing or decreasing?

Are you already facing major people shortages in any critical areas now or in the future?Is the shifting environment impacting staffing needs?

Are new technologies driving changes to your structure or productivity?

Is there room to reduce your workforce in any areas?


Right site – do you have the availability of people with the right capabilities at the right locations?

Are people in the right location?

Are you in a high cost area? Should you relocate resources to cheaper areas?

Do you have a critical mass in the right location?

Will you get additional resources where you need them?


Right shape – do you have the right composition of workforce?

Are you strong enough in your core capabilities?

Are your people in the right roles, right place?

Is distribution across your job grades in line with organisational requirements?Is there an appropriate balance of operational, managerial, development and project positions?Will your workforce have the right demographic structure and mix of diversity?


Right skills – do you have the capabilities to meet future goals?

How does you strategy and evolving business model impact strategic capabilities?

Have you the right skills to deliver in the future?

Where will the skills need to change significantly?

What are the critical capabilities for your organisation?


Right spend – do you have an effective staff/cost ratio?

What are our benchmarks for people costs? How can we optimise these costs?

Will we have the right staff/cost ratio in the future if we continue as we are?

Will staff costs rise in line with expected budgets?

Do you have staff in the right locations from a cost perspective? Could you move to a more cost-effective location?


Integrated workforce planning


Next steps and close

1 st October 2015 Improvement Leaders Collaboratives Launch event.

Documents

Transcript of 1 st October 2015 Improvement Leaders Collaboratives Launch event.